Plans and Resources

  1. Military Strength Analysis and Forecasting Division
  2. Resources Division
  3. Plans Division
  4. Manpower Allocation Division
  5. Manpower Policy, Plans, and Programs Division

Military Strength Analysis and Forecasting Division - top

  • Develop and produce the AAMMP (Active Army Military Manpower Program).
    • All-Army, All-Female, TTHS and Officer portions.
  • Develop/coordinate and benchmark manpower program changes and monthly updates.
  • Project losses, gains, TTHS, and operating strength by gender.
  • Develop accession, training, and retention targets.
  • Integrate strength levels, grade levels, and dollars.
  • Submit Audited strength reports.
  • Develop the Active Army Program Objective Forces (POF).
  • Produce an achievable POF by MOS/GRADE/YOS.
  • Develop five year promotion plans by identity (CO/WO/ENL).
  • Analyze force manpower strategies for CO/WO/ENL forces.
  • Add MOS/Grade detail to accession, training and retention targets.
  • Provide AC face data for DMRR.
  • Provide manpower recommendations to Army Leadership.
  • Provide personnel strength input for developing the Army Budget.
  • Track and forecast the TTHS account.
  • Report, forecast, and analyze.
  • Model and recommend policy changes.
  • Report on and analyze Manning-the-force issues.
  • Report TTHS and Operating Strength Deviation to ARSTAF and OSD.
  • Recommend changes to FSA (Force Structure Allowance).
  • Assemble, report, and query historical manpower data.
  • Provide wide array of reports (Face-Space, etc.).
  • Track Historical data.
  • Query on-line data.
  • Provide military strength statistics to ARSTAF.
  • Maintain Models:
    • Active Army Strength Forecaster (A2SF)
      • Individuals Accounts (IA) - Proponent/principal user
      • Enlisted Grade (EG) - Proponent/principal user
      • Enlisted Specialty (ES) - Functional Proponent
    • Officer Forecasting Model (OFM) - Proponent/principal user

Resources Division - top

Resource Development Branch - top

  • Resource Development Branch
  • Administer Manning PEG
    1. Integrate all PPBES actions for ODCSPER programs.
    2. POM
    3. POM to BES
    4. Funding Letter Process (Family POC)
  • Integrate civilian program budget actions with ASA(M&RA).
  • Coordinate Manpower Volume of the POM.
  • Validate Program Requirements - Non-Pay (10 MDEPs).
  • ODCSPER Engineer.

Program Analysis Branch - top

  • Validate program requirements.
  • Recommend program and resource alternatives to more efficiently achieve program objectives.
  • Evaluate the effectiveness and efficiency of programs in meeting their objectives.
  • Monitor execution of all component's manpower programs (M2PR).
  • Provide information and recommendations on all component's manpower programs to the Army's Senior Leadership.

Compensation and Entitlements Branch - top

  • Responsible for active, reserve, and retired military compensation.
  • Develop legislation and policy directives for all forms of pay and allowances.
  • Army Representative on Per Diem, Travel and Transportation Allowance Committee Military Advisory Panel.
  • Army Representative on numerous DoD working groups, i.e. BAS, BAH, Special and Incentive Pays, Travel Reengineering, Debt Avoidance.
  • Focal point for the 9th Quadrennial Review of Military Compensation.

Plans Division - top

Operations and Analysis Branch - top

  • Develop and produce the Personnel Management Authorization Document (PMAD) the Updated Authorization Document (UAD) and the Notional Force (NOF), to accurately capture the force structure decisions within fiscal constraints and guide all personnel actions.
  • Human Resource Command (HRC) POC for Personnel Structure and composition System (PERSACS), the Army Authorization Document System (TAADS) Structure and Manpower Allocation System (SAMAS) and Position Edit File (POSEDIT) policy.
  • Personnel Decision Support System (PER DSS) Functional Proponent for Personnel Authorization Model (PAM).
  • Develop HRC’s position for Total Army Analysis (TAA) and other force structure forums, along with integrating the affordability and supportability associated with force structure changes.
  • Conduct daily coordination with Army G-3 and HRC concerning force structure issues.
  • Conduct force structure analyses and recommend force structure modification to enhance affordability and supportability.
  • Provide analysis support and large-scale database design and manipulation for 19 Personnel Systems Staff Officers (PERSSOs).
  • Assist the branch chief in planning, analysis, and coordination of the Army G-1 position on planned force structure changes proposed by the Army G-3.

Combat Support/Services Support Branch and Combat Arms Branch - top

  • Manage all manpower, personnel and training requirements associated with changing structure resulting from new systems development fielding of new organizations and downsizing; develop personnel support and transition plan for force modernization of CA, CS, and CSS branches and all functional areas.
  • Develop HRC positions for army Systems Acquisitions Review Council/Defense Systems Acquisitions Review Council (ASARC/DSARC) actions; coordinate manpower and personnel integration (MANPRINT) actions for systems in concept design through production and existing system which are candidates for the Product Improvement Program.
  • Develop HRC position for Qualitative and Quantitative Personnel Information/Basis of issue Plans (QQPRI/BOIP). Review MOS structures and operating strengths to identify and correct grade and promotion potential infeasibility through implementation of Force Alignment Plans and Standards of grade revisions. Serve as coordinator for concept plans and DMO/TOE/MTOE/TDA document changes which affect standards of grade and BR/MOS structure.
  • Responsible for the conduct of all Personnel Functional Assessments (PFA), Functional Reviews (FR), and personnel portion of all Functional Area assessments (FAA).
  • Develop and sustain strategies for AC and RC structure for contingencies.
  • Integrate real world readiness with doctrinal enhancement by comparisons of Total Army inventories to structure and “Lessons Learned” in contingency missions.

Concepts Integration Branch - top

  • Assist in the integration of the G1's vision into The Army Plan (TAP), the Quadrennial Defense Review (QDR), Defense Planning Guidance (DPG), The Modernization Plan, The Army Roadmap (ATR), The Army Campaign Plan (ACP), The Well-Being Campaign Plan, and other strategic documents and plans.
  • Manage all aspects of human resources in the ACP to include gaining concurrence from senior leaders within the G-1 on updates and changes to the ACP, management of 1 Campaign Objective and 6 Major Objectives, integration of immediate objectives and essential tasks, and linkage to ARSTAF and MACOMs on G-1 related issues and horizontal and vertical integration into the other 21 Lines of Operation, and 32 of 69 Major Objectives.
  • Assist G-1 senior leaders in preparation of ACP weekly Updates to VCSA and Army Strategic Planning Board meetings held by the Army G-3 by integrating into these two forms as the G-1 POC to development of required actions and POC for all G-1 related issues to include status of manning the force and force stabilization issues.
  • Integrate all areas of the Human Resource community by synchronizing Human Resources initiatives into the ACP and that they are clearly represented.
  • Develop and staff manning requirements and projections into monthly G3 Force Validation Committee meetings to allow senior leaders to make critical resourcing decisions on transforming the Army Modular Force.

Manpower Allocation Division - top

  • Manage the allocation of all civilian, joint, and defense military manpower.
  • Approval authority for SAMAS civilian manpower changes.
  • Ensures affordability of civilian manpower program
  • Coordinate all Army/Joint/Defense manpower requests (mil/civ)
  • Manage Directed Military Overstrength (DMO) Army positions outside DoD.
  • Manage the Army Management Headquarters account
  • Coordinate all civilian issues through the budget and POM process
  • Manage the Fair Inventory/Non-Core Competencies Database.

Manpower Policy, Plans, and Programs Division - top

  • Maintain and update AR570-4, Manpower Management
    • Review draft regulations, policies and concept plans to ensure compliance with AR570-4
    • Provide input to various HQDA policy or guidance documents
  • Manage the Manpower and Force Management Civilian Career Program (CP26)
    • Write the CP26 Strategic Plan
    • Oversee the lifecycle management of the CP26 workforce
    • Recruit, select and train CP26 interns/students
    • Develop training plans to build competencies within the CP26 community
    • Manage the CP26 Competitive Professional Development (CPD) Program
    • Communicate with the CP26 workforce using various media and venues
    • Engage with OSD ON Community Functional Manager (CFM) issues
  • Update the Program of Instruction (POI) for the Manpower and Force Management Course (MFMC)
  • Coordinate with the Functional Area 50(Force Management ) community